Can computerised market models improve strategic decision-making? An exploratory study (original) (raw)
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An examination of decision-makers' utilization of decision support system output
Information & Management, 1985
A study was conducted of 18 decision support systems in major U.S. corporations in order to examine their methods of operation and the ways in which the DSS contribute to the decision making process. These DSS were studied with respect to organizational level of the decision maker, phases of the decision making process, interaction among decision makers using the DSS, requirement for and regularity of DSS use, impact on job tasks and performance, and perceived value of the DSS. Study results provide substantial support for generalized conceptualizations in the literature. Decision support is primarily for upper and/or middle management working in interaction.
The effective use of a decision support tool in the area of strategic marketing management
Management at a strategic level involves a high level of risk and uncertainty. These problems are compounded further in the area of marketing due to the fact that firms often face turbulent and unpredictable markets. Expert systems and decision support systems might have a 1arge impact in this area but the development of such systems has proven difficult with less than expected results. This paper provides a description of an effective decision support tool embedded within a hybrid expert/decision support system. This tool is derived from a modified version of an existing operational research technique and is used to introduce structure and objectivity into a largely subjective process of attaching values to a set of decision criteria.
A Framework for Computer Support in Managerial Decision Making
International Conference on Information Systems, 1984
As with many growing computer areas, the first attempts at developing a framework for the field were based on the software tools being built and the specific tasks undertaken. This paper attempts to draw decision support systems out of these early stages by proposing a more generally applicable framework for computer decision support 'Ib build this framework the paper first examines existing dimensions in decision support system frameworks and evaluates them both in their ability to facilitate communication among researchers and designers The dimension degree of decisionstructure (unstructured vs structured) is borrowed from existing frameworks and incorporated into a new framework along with the dimension phase of decision mal ng process (intelligence, design, and choice). The proposed framework is then evaluated by the same two criteria used earlier in the paper.
Brazilian Journal of Information Science, 2017
The impact of the Decision Support Systems (DSS) on the organizational intelligence and structure and on the strategic decisions was examined in the paper. Nowadays there is an increasing demand for investments on Information Technology (IT) due to the higher complexity of this field in the global market. Nevertheless, measurement of that perception, especially for the Brazilian reality, is little known. This study aims to analyze the relation between the use of DSS by executives of highest organization levels and their perceptions of the quality of information delivered, decision making speed, enhancements in organization learning and strategic management, and differences in involvement with subordinates. The theoretical model proposed by Leidner, Elam and Corrales (1995) and Leidner and Elam (1999), the main theoretical foundation of the paper, was adapted to the Brazilian reality and extended. We conducted a survey with executives of the 1200 biggest companies in Brazil, evaluati...
Decision support systems: concepts and resources for managers
Springer Handbook of Automation, 2002
Today, at the turn of the 21st century, many managers are using computers, business databases, and models to help make decisions. This is a positive change in behavior, and some evidence indicates the use of computers to support management decision making is entering a new and more sophisticated stage. The novelty of managers using computers is wearing off, and, more importantly, the capabilities of our support systems are beginning to match the expectations of managers. Decision Support Systems (DSS) are now both a business necessity and an opportunity to gain competitive advantage. This book tries to build on these positive changes and provide an updated exploration of computerized decision support systems. Decision Support Systems: Concepts and Resources for Managers is only one part of an innovative knowledge resource for people interested in learning more about DSS. It is an extension and integration of materials at DSSResources.COM. The idea is to develop a book that is strong on concepts and theory with timely and up-to-date application examples, integrated with Web-based materials. MISSION, AUDIENCE AND OBJECTIVES The mission of both the book and DSSResources.COM is to help people increase their knowledge of how to use information technologies and software to improve decision making. The primary target audience is managers interested in investigating innovative Decision Support Systems. My perspective at DSSResources.COM and in this book is both managerial and technical. In writing the chapters and collecting resources, my overriding concern has been to help people gain capabilities, knowledge, and skills that they can apply as they use and manage information systems and technologies. Some readers can apply the knowledge in this book to help build a DSS. Some xii Preface readers may want to read additional, specialized books and work as decision support analysts; some may be assigned to DSS project teams; and others may help in managing a DSS or in training DSS users. The primary focus of this book is helping people develop intellectual capabilities related to the design and development of DSS. The book also explores how DSS can support organization goals a nd how DSS impact organizations and managers. Throughout the book, DSS are defined broadly as interactive computer-based systems that help people use computer communications, data, documents, knowledge, and models to solve problems and make decisions. DSS are ancillary or auxiliary systems; they are not intended to replace skilled decision makers. This book examines the design, development, and implementation of systems that support management decision making. The focus is on technologybased systems. After completing Decision Support Systems: Concepts and Resources for Managers, readers should: • Have a more sophisticated understanding of how a DSS can help a company meet its objectives, including gaining a competitive advantage, increasing revenues and profits, decreasing expenses, providing better customer service, and improving decision making; • Be better informed consumers of DSS and information technology resources, especially for end-user development of DSS applications; • Know more about the Internet, the World Wide Web, its potential uses to support decision making, and its impact on decision behavior; • Have more capabilities related to DSS design and development; and, • Understand that Decision Support Systems are intended to support rather than replace decision makers. The emphasis throughout the book is on making sense of a rapidly changing computing applications area. Both descriptive and prescriptive ideas are linked to an expanded component-driven DSS framework. The focus is heavily oriented to practice and applications, but, when possible, empirical results and theory are referred to in an attempt to create a more enduring context for the conclusions. Also, every effort has been made to find examples that are current and understandable. In general, this is an "applications" book more than a "theory" book. It provides enough concrete detail to help people understand their experiences using DSS, and it has suggestions for people involved with DSS projects. Also, the book provides the knowledge and framework needed by people who want a general familiarity with current developments and with "what is possible." OVERVIEW OF THE CONTENTS Decision Support Systems: Concepts and Resources for Managers has 12 chapters. Chapter 1, titled "Supporting Business Decis ion Making," provides a rationale for studying about and understanding DSS and presents an expanded Preface xiii framework for categorizing DSS. Also, the chapter explains the differences between transaction processing systems and DSS. "Gaining Competitive Advantage with Decision Support Systems" is the focus of Chapter 2. After reviewing some technology trends that provide new opportunities for building DSS, the chapter discusses how DSS can create a competitive advantage. A few classic examples of DSS that provided companies with a competitive advantage are summarized in the chapter. Understanding business decision making and business decision processes is the key to building an effective DSS. Chapter 3, titled "Analyzing Business Decision Processes," explains fundamental concepts related to business decision making. Chapter 4, "Designing and Developing Decision Support Systems," is a pivotal chapter that changes the focus of the book to more technical issues. Once the topic of building and buying DSS is raised and discussed in Chapter 4, the next chapter addresses the topic of greatest importance to DSS success, the user interface. In Chapter 5, "Designing and Evaluating DSS User Interfaces," various types of user interfaces are briefly reviewed. The goal is to examine guidelines for DSS user interfaces. Chapter 6 is titled "Understanding DSS Architecture, Networking, and Security Issues," and it attempts to present a simplified introduction to extremely complex technical topics. The topics in this chapter are important for management-oriented and more technically savvy readers. Chapters 7 through 11 provide more details and examples related to the categories in the expanded DSS framework. Each chapter provides a survey of what is possible and an introduction to technical issues for making an innovative DSS a reality. Chapter 7 focuses on "Implementing Communications-Driven and Group Decision Support Systems;" Chapter 8 is titled "Building Data and Document-Driven Decision Support Systems;" Chapter 9, "Building Knowledge-Driven DSS and Mining Data," examines two related technologies, management expert systems and data mining. Chapter 10 discusses "Building Model-Driven Decision Support Systems;" Chapter 11, titled "Building Web-Based and Interorganizational Decision Support Systems," examines the latest developments in decision support. The concluding chapter of Decision Support Systems: Concepts and Resources for Managers is titled "Evaluating Decision Support System Projects." After reading the prior chapters, managers and aspiring managers may have some novel or interesting ideas for DSS. So, this chapter reviews and discusses tools and issues associated with evaluating proposed DSS projects. This book also includes a decision support readiness audit and a glossary of key decision support system terms.
Decision support systems: The reality that seems hard to accept?
Omega, 1986
The authors have identified 350 articles written and published on Decision Support Systems (DSS) since 1970. 77.3% of those articles were published between January 1980 and November 1983. Many critics see this sudden surge in the DSS literature as no more than a fad and the term itself as no more than a label. This paper examines the reasons behind the emergence of DSS in the light of this sudden surge in the DSS literature and seeks to determine whether DSSs are unique or merely a repackaging of Management Science/Operational Research and Management Information systems.
Assessing Today: Determining the Decision Value of Decision Support Systems
2000
Decision support systems (DSS) have been assessed on the basis of single criteria such as the improvement in decision outcome, and using multiple criteria such as the perspectives of different stakeholders. This paper uses a systems approach to extend previous studies by linking the type of support provided to the decision maker with the specific DSS design characteristics needed to
Global Journal of Economics and Business (GJEB) , 2022
This study aims at studying the importance of business intelligence systems and decision support systems for Syrian civil society organizations in addition to studying the impact of the dimensions of decision support systems and business intelligence in making strategic decisions. The data was collected through a survey conducted on the participants. 100 correct answers were used to analyze the data. SPSS and SmartPLS 3 software were used to analyze the study data. The results showed support for the seven hypotheses. That decision support systems and business intelligence are well available in Syrian civil society organizations in the city of Gaziantep and at the same time, it was found that there is a strong positive relation between business intelligence and decision support systems with the making strategic decisions.